八年級建立健全醫(yī)院立體化績效考核評價體系

1、掌握NE5000E/80E/40E產(chǎn)品的體系結(jié)構(gòu)掌握NE5000E/80E/40E的單板構(gòu)成掌握NE5000E/80E/40E換板操作了解NE5000E/80E/40E升級操作建立健全醫(yī)院立體化績效考核評價體系On 3-Dimensioned Performance Assessmentand Appraisal System1、前言:1. Preface在醫(yī)療改革呼聲日益高漲和醫(yī)療市場競爭不斷加劇的今天,醫(yī)院如何改變原有的運行管理模式,適應(yīng)新形勢的變化,提高醫(yī)院的核心競爭力,是醫(yī)院管理者不可回避的重要問題。我國醫(yī)院的發(fā)展經(jīng)歷了從設(shè)備競爭技術(shù)競爭服務(wù)競爭戰(zhàn)略競爭的過程,目前正向文化競爭發(fā)展。競

2、爭就要有目標(biāo),目標(biāo)是醫(yī)院發(fā)展的方向,在當(dāng)前醫(yī)療市場的競爭中,實施目標(biāo)管理是醫(yī)療機構(gòu)保持競爭實力的最常用方法之一,更是醫(yī)院管理的最常用手段之一。由于目標(biāo)管理事先有比較明確的目標(biāo)作為標(biāo)準(zhǔn)和動力,人們隨時進行自我管理,并努力完成既定的工作目標(biāo)。目標(biāo)管理輔以績效考核的手段,可以督促人們在實現(xiàn)目標(biāo)過程中,及時調(diào)整方向進行資源整合,最終達到組織利益的實現(xiàn)。How can hospital transform the current mode of operation and management? How can hospital adapt itself to the new situation? Ho

3、w can hospital improve its central competitive strength? Those challenges have to be approached by hospital managers todayespecially when health care reform is earnestly called for by the medical market with intensive competition. The development of hospitals in China has experienced the competition

4、 in equipment, technology, service and strategy respectively and now is getting into the cultural competition. Competition, of course, feels like an objective, which is the direction of a hospital. In the medical market competition, however, objective management is the most popular practice for a me

5、dical agency to maintain its competitive strength as well as to manage a hospital. As objective management cries out for a definite objective in advance, which serves as a standard and impetus, people can conduct self management at any time and strive to reach their goal. With help of performance ap

6、praisal, however, objective management may enhance timely adjustment of the course during realization of the objective to integrate resources and eventually to obtain benefits.2、相關(guān)背景資料:2. Background近十年來,隨著國務(wù)院及其他政府部門相關(guān)醫(yī)療政策的出臺,以及中國加入WTO 后醫(yī)療市場的逐步對外放開,國內(nèi)的醫(yī)療行業(yè)狀況發(fā)生了巨大的變化。民營醫(yī)院大量崛起,其中有些甚至收購了多家公立醫(yī)院;外資醫(yī)院或機構(gòu)正在

7、大舉入侵,其憑借獨特的技術(shù)和服務(wù)優(yōu)勢占得了不小的市場份額;隨處可見的私人診所和藥店也如雨后春筍般出現(xiàn)。這些都給公立醫(yī)院的生存與發(fā)展帶來了一定的沖擊。國家醫(yī)改方案遲遲不能出臺,雖然先后有十套方案相繼出爐,卻始終未能形成一套適合中國醫(yī)療市場的總體改革方案,醫(yī)療體制改革舉步維艱,公立醫(yī)院發(fā)展前景不明朗。無錫市針對國際國內(nèi)形勢變化,在沒有任何經(jīng)驗可借鑒的情況下,在國內(nèi)率先進行了政事分開,管辦分離運行機制的改革。衛(wèi)生局作為行政執(zhí)法部門對公立醫(yī)院的經(jīng)營行為進行監(jiān)管;由衛(wèi)生局分離出來的醫(yī)院管理中心(以下簡稱醫(yī)管中心成為政府辦醫(yī)院和管資產(chǎn)的責(zé)任主體,辦醫(yī)院就是在法律法規(guī)及政策的框架下,通過優(yōu)化配臵資源,提高醫(yī)

8、療質(zhì)量,提供滿足不同層次需求的代表市屬醫(yī)院水平的優(yōu)質(zhì)醫(yī)療產(chǎn)品。管資產(chǎn)就是要確保國有資產(chǎn)保值和效益最大化。在醫(yī)管中心成立后,將前幾年進行的以經(jīng)濟指標(biāo)考核為主的托管制改革進一步深化為注重對社會效益和工作業(yè)績綜合考核的醫(yī)療服務(wù)、資產(chǎn)經(jīng)營委托管理法人代表任期目標(biāo)責(zé)任制改革,把解決醫(yī)院建設(shè)和運行目標(biāo)作為重點,探索所有權(quán)和經(jīng)營權(quán)分離的模式,達到既盡顯公益性特征、又增強醫(yī)院活力的目的。職能上下放醫(yī)院經(jīng)營管理、人事用工和經(jīng)濟分配權(quán),激發(fā)醫(yī)院活力。醫(yī)院則是?？平ㄔO(shè)、人才培養(yǎng)、醫(yī)療服務(wù)與經(jīng)營的主體。面對醫(yī)管中心下達的涉及醫(yī)院管理、醫(yī)院信息、醫(yī)療安全、醫(yī)療服務(wù)、經(jīng)濟運作、醫(yī)德醫(yī)風(fēng)六個方面內(nèi)容,八大類17項數(shù)百條共1

9、000分的考核標(biāo)準(zhǔn),醫(yī)院該如何確立一個符合自身發(fā)展需求的總體目標(biāo),并能按計劃有步驟地加以實施,則顯得尤為重要。As health care policies have been promulgated by the StateCouncil and other governmental bodies and the medical market has been gradually unveiled to outside after China entered WTO in the past 10 years, a great change has happened to Chinese me

10、dical industry, where are rising a lot of private hospitals, some even acquisitioned a few public hospitals; meanwhile, many foreign-funded hospitals or agencies are rushing off their head into China and they have a much share of the market thanks to their unique superiority in both service and tech

11、nology; and on the other hand, private clinics and drug stores have emerged here and there, which, in some degree, is troubling the survival and development of public hospitals. 10 national health-care-reform programs, although published in succession, fail to bring about a general scheme which is s

12、uitable for Chinese medical market. In this connection, the health care reform is still far from matured and, as a result, public hospital is still fighting its way to survive and develop. In view of the present situation at home and abroad, Wuxi City has pioneered to undertake the reform on hospita

13、l operations mechanism, i.e. Separating government functions from public institutions and administration from business running without any experience to be referenced. As an enforcing body, the Bureau of Health of Wuxi City serves to supervise the business of public hospitals; the Hospital Managemen

14、t Center (HMC separated from the Bureau ofHealth is a responsible entity of the government to run hospitalsand manage assets. Running hospital calls for providing quality medical products on a municipal level which can meet demand from different walks of life by optimizing arrangement of resources a

15、nd further improving the quality of health care in compliance with laws, rules and regulations. Managing assets, however, calls for maintaining state owned assets and maximizing their benefits. After HMC was established, entrusting system reform, characteristic of economic index assessment put into

16、practice years ago, has been furthered into the reform of target responsibility system set for the office term of the legal representative entrusted to manage medical service and assets operation. This system focuses on comprehensive assessment which is made over the social benefits and business per

17、formance and attaches importance to reaching the goal of hospital operations, with a view to exploring a mode of separating ownership and management to realize public welfare and activate hospital. In terms of function, the power over hospital business management, human resources recruit and financi

18、al allocation is distributed to lower levels to energize hospital, which serves to undertake faculty construction, talents training, medical services and operations. HMC has issued hundreds of assessment criteria amounting to 1000 marks composed of 17 items coveringeight types and six aspects, namel

19、y hospital management, hospital information, medical security, medial service, financial practice and medical ethics. In this connection, it is very important for a hospital to correctly establish a general goal which satisfies its own development and act on this goal as planned step by step.我所在的無錫市

20、第四人民醫(yī)院是一所集醫(yī)療、教學(xué)、科研、預(yù)防、保健為一體的衛(wèi)生部首批三級綜合性醫(yī)院,是無錫市腫瘤醫(yī)院和蘇州大學(xué)附屬第四醫(yī)院;也是蘇州大學(xué)生命科學(xué)學(xué)院臨床腫瘤和分子生物研究所、無錫市腫瘤防治研究所所在地;無錫市心胸外科治療中心和無錫市麻醉科質(zhì)量控制中心均設(shè)在我院。醫(yī)院技術(shù)力量雄厚,?？铺厣黠@。以腫瘤診斷治療為重點,其他學(xué)科協(xié)調(diào)發(fā)展。醫(yī)院開放床位1050張,腫瘤床位占總開放床位的50%以上。醫(yī)護員工1250名,其中醫(yī)師430名,護士458名;擁有高級職稱138名,其中主任醫(yī)師、教授34名,副主任醫(yī)師、副教授94名。年門、急診量60萬人次,出院病人2.8萬人次。My employer, Wuxi F

21、ourth Peoples Hospital (WFPH, is one of the first lot of grade 3 comprehensive hospitals certified by Ministry of Health of the Peoples Republic of China, which integrates health service, training, research, illness prevention and health care. It simultaneously serves as Wuxi Cancer Hospital and Fou

22、rth Hospital Attached to Suzhou University. Meanwhile, this hospital also houses Clinical Cancer & Molecular Biology Research Instituteattached to Suzhou University Life Science School, Wuxi Cancer Prevention and Treatment Research Institute, Wuxi Cardiothoracic Surgery Treatment Center and Wuxi

23、 Anesthesia Quality Control Center. Powerful in technology and characteristic of special faculty, this hospital focuses on cancer diagnosis and treatment with other faculties developed in balance. There are 1050 beds, of which those used for cancer faculty account for over 50%. The hospital is staff

24、ed with 1250 employees, 430 being physicians and 458 being nurses; 138 employees are of senior technician, 34 of them being chief physicians or professors and 94 being associate chief physicians or associate professors. 600,000 patient ·times come for emergency or as outpatient in a year, of wh

25、ich there are 28,000 discharged patient · times.經(jīng)過三十年的建設(shè),我院已成為一所區(qū)域性的腫瘤診治中心。進一步提高腫瘤診治水平,完善綜合醫(yī)學(xué)救治能力,滿足廣大病員日益增長的診治需求,在挽救病人生命與改善病人生活質(zhì)量方面作出不懈地努力,成為名副其實的蘇南地區(qū)具有影響力的腫瘤中心,是我們大家共同的愿景和重要的任務(wù)。After 30 years efforts, this hospital has come to be a cancer diagnosis and treatment center in this region and we h

26、ope that we can be worthy of the famous cancer center in South Jiangsu by further improving cancer diagnosis and treatment, perfectingcomprehensive medical treatment, satisfying patientsincreasing demand for diagnosis and treatment and sparing no efforts to save patients life and improve their livin

27、g quality.作為一家大型國有公立醫(yī)院,如何適應(yīng)醫(yī)療體制未變,但運行機制卻發(fā)生改變的形勢,全面完成醫(yī)管中心下達的目標(biāo)任務(wù);如何面對社會對醫(yī)療服務(wù)過高需求與員工自身素質(zhì)參差不齊的考驗;如何在市場經(jīng)濟的大潮中,面對醫(yī)療市場開放后外資醫(yī)院的競相涌入,面對國內(nèi)民營醫(yī)院的蓬勃發(fā)展,面對公立醫(yī)院之間的激烈競爭,保持旺盛的生命力等等。挑戰(zhàn)是全方位的,壓力也是前所未有的。但挑戰(zhàn)總是與機遇并存。作為醫(yī)院管理者,不僅要自己明確醫(yī)院發(fā)展方向,更要讓員工明確奮斗目標(biāo)與前進航向,尋求一種職工共同參與、自我管理的方式,同舟共濟,則是所有醫(yī)院管理者所期盼的。How can we, as a large-sized s

28、tate-owned public hospital, adapt to the new situation where the medical system is unchanged but the business operation is changed to complete tasks assigned by HMC? How can we approach the challenges when people have an over-demand for medical services but the employees are irregular in quality? Ho

29、w can we maintain exuberant vitality when foreign-funded hospitals flooded in after the medical market was opened, vigorous development of private hospitals at home and acute competition between public hospitals in the market economy? Although there are all-around and unprecedented challenges, theya

30、re accompanied by opportunities. A hospital manager shall not only specify the hospitals direction, but also lead the staff to specify their own. Of course, all managers look forward to having a method by which the staff are involved together and make self management so that everyone has a clear min

31、d that they are in the same boat.3、績效管理文獻回顧:Review of the literature on performance management:績效考核是醫(yī)院管理的一個重要手段和方法,是對管理目標(biāo)實現(xiàn)和評價的客觀、公正的體現(xiàn)。目標(biāo)管理于20世紀(jì)50年代中期出現(xiàn),是以泰羅的科學(xué)管理和行為科學(xué)理論為基礎(chǔ)形成的一套管理制度,可以調(diào)動人們親自參加工作目標(biāo)制定的積極性。持續(xù)改進與提高管理水平需要制訂科學(xué)合理、注重實績的考評體系,才能進行全面、客觀、公正、公平的評價,這是落實管理的基點。As an important way to manage hospita

32、ls, performance assessment can impartially and objectively embody realization of management by objectives. Born in mid-1950s, management by objectives is a set of management systems formed on the basis of the reasonable management and behavior science theory founded by Frederick Winslow Taylor, whic

33、h is expected to arouse peoples enthusiasm to involve personally in making the objective. In order to continuously renovate and improve management, it is necessary to establish a reasonable assessment system which focuses onactual performance. Only in this way can appraisal be made fully, equally, o

34、bjectively and impartially. This is the base point to realize such management.績效管理已在發(fā)達國家,特別是國際成功企業(yè)中被廣泛采用,美國及歐洲一些國家的醫(yī)院,在各個層次都成功實施了績效管理。醫(yī)院在某些方面類似于企業(yè),醫(yī)院管理、經(jīng)營的許多理念,方式均始于企業(yè)或由企業(yè)演化而來。不同的是企業(yè)講利潤最大化,追求的是經(jīng)濟效益;而醫(yī)院首先講救死扶傷,并只能在追求社會效益的前提下,講成本核算。醫(yī)院在進行績效評估與績效管理時,應(yīng)采取揚棄的態(tài)度,充分借鑒企業(yè)的做法與經(jīng)驗,并注重結(jié)合本行業(yè)的實際,實事求是地進行績效評估與績效管理。如何將

35、更科學(xué)的考核體系和良性競爭的動態(tài)機制融入到醫(yī)院評價比較之中,科室單元內(nèi)部又如何以科學(xué)公正的績效指標(biāo)評價每位人才的價值和貢獻,目前缺少一套成熟而又實用的評價體系,這是目前各醫(yī)院管理者迫切需要研究與探討的重要課題。Performance management has been widely used in developed countries, particularly in those world famous enterprises. Hospitals in USA and some European countries also have successfully conducted p

36、erformance management on various levels. In some aspects, a hospital is much similar to an enterprise and many ideas and methods in hospital management originate or are evolved from enterprise. Differently, enterprises seek for maximal profits and economic benefits; hospitals, however, basically ser

37、veto heal the wounded and rescue the dying and take into account cost accounting only under the premise seeking for social results.A hospital shall handle performance appraisal and management by applying the applicable practice of an enterprise to its own line according to the fact. Right now it sti

38、ll cries out for a mature and practicable assessment system to approach how to roll a more reasonable assessment system and a dynamic mechanism with virtuous competition into hospital appraisal and comparison and how to assess each talents performance with help of reasonable and impartial performanc

39、e index in different units of a department. This is the subject calling for an immediate solution offered by hospital managers.有關(guān)衛(wèi)生組織績效測量的研究正在開展,績效測量標(biāo)準(zhǔn)的研究是鑒于衛(wèi)生保健機構(gòu)沒有一個標(biāo)準(zhǔn)的績效測量系統(tǒng),美國俄亥俄州大學(xué)的一項研究(1在回顧有關(guān)醫(yī)療組織績效文獻的基礎(chǔ)上,提出了衛(wèi)生保健機構(gòu)績效測量的總體框架。該框架中的績效測量包括內(nèi)部與外部評價兩個方面,每個方面都有成本/財務(wù)績效及質(zhì)量績效兩個評價維度; 績效測量系統(tǒng)的研究,任何單獨的財務(wù)方面或經(jīng)營

40、方面的測量系統(tǒng)都不能使管理者在復(fù)雜競爭的市場環(huán)境中成功地對績效進行管理。因此,人們逐漸開始采用多重指標(biāo)來衡量績效,其中有些是硬指標(biāo),包括各種經(jīng)濟和非經(jīng)濟尺度;有些是軟指標(biāo),包括質(zhì)量、員工態(tài)度及其類似的標(biāo)準(zhǔn)?，F(xiàn)有文獻表明對績效測量系統(tǒng)的研究熱點除系統(tǒng)開發(fā)及系統(tǒng)所提供信息的利用以外,還有關(guān)于績效測量系統(tǒng)對組織作用及影響的研究和績效管理模式的研究。在英國,新的績效管理模式往往包括非財務(wù)措施,它代表了一種以戰(zhàn)略為導(dǎo)向的績效管理趨勢。在法國公司,在Tableau de Bord績效管理模式里,將戰(zhàn)略分解為財務(wù)與非財務(wù)指標(biāo),作為流行的一種作法(2。美國最近的一項有關(guān)社區(qū)醫(yī)院的研究已涉及到開發(fā)一個戰(zhàn)略操作管

41、理模式(3,該模式將遠期設(shè)備和服務(wù)選擇,中層決策支持以及考慮了結(jié)構(gòu)約束后的社區(qū)醫(yī)院績效聯(lián)系起來。該研究在使人們對戰(zhàn)略操作管理決策有了更進一步理解的同時,確定了在操作決策過程中的一些因果關(guān)系及在醫(yī)院績效方面的作用。該研究還找出了在變化著的醫(yī)療服務(wù)環(huán)境中有助于提高社區(qū)醫(yī)院績效的關(guān)鍵戰(zhàn)略決策。其中,平衡計分卡作為績效管理的一種最新、最有效的管理模式,吸引了眾多的學(xué)者和管理實踐者。Study on measuring performance of a health care organization is still on the way and study on performance measur

42、ing criterion is made in a view that there is no standard system to measure performance adopted by a health care organization. Review of the literature on performance in a medical body indicates that a study (1 made in University of Ohio has advanced a general framework to measure performance of a h

43、ealth service body. The performance measurement in this framework consists of internal evaluation and external evaluation, each having two evaluation dimensions, namely performance in cost/finance and that in quality; according tothe study on performance measuring system, any single measuring system

44、 in neither finance nor operation can enable managers to successfully control performance in a complicated market falling in the acute competition. Therefore, multi-index starts service gradually to measure performance: some are hard index, including various kinds of financial and non-financial meas

45、ures and some are soft index, including quality, attitude and the similar criteria. The existing literature shows that, besides application of information developed or provided by the system, the heated study on performance measuring system includes study of action and effect of performance measurin

46、g system on an organization and study on performance management mode. In Britain, the new performance management mode always includes non-financial measures, which represents a trend of performance management oriented by strategy. Under the Tableau de Bordperformance management mode in French compan

47、ies, strategy is divided into financial index and non-financial index, which acts as a popular practice(2. A study on community hospital conducted in USA is related to development of a strategic operation & management mode(3, which gets connected long-term equipment and service choice, middle-le

48、vel decision support and community hospital performance which has taken structural confinement intoconsideration. While helping further understand decision over strategic operation management, the abovementioned study determines some cause-effect relations and their action on hospital performance in

49、 the course of decision on operation. Furthermore, this study also finds out a key strategic decision helping improve performance of community hospital in the changing environment of medical service. Among them, the balance score card is the latest and most effective mode for performance management,

50、 which is attracting a number of scholars and management workers.對于醫(yī)院績效評價研究,國外醫(yī)院績效評價研究也包括三個層面。一個是以醫(yī)院為對象進行績效評價:一個是對中層管理人員進行工作能力評價;最后就是員工的績效評價。Robin S、Turpin利用PAJ 模式對醫(yī)院績效指標(biāo)設(shè)臵合理性進行了評估(4;全面質(zhì)量管理(TQM則對醫(yī)院績效改進進行了研究(5。另有一些對中層管理人員工作和能力評價的研究,并嘗試開發(fā)了綜合性的能力與工作評價工具(6,而員工評價目前比較盛行的是同級評價(7。但從整體看,對個人的評價多為針對醫(yī)師類的,較為單一,對

51、醫(yī)院內(nèi)多種成員組成的現(xiàn)狀考慮不足。Study on hospital performance appraisal abroad also consists of three levels: one is performance appraisal on hospital as a whole, one is ability appraisal on middle-level managers, and the other is performance appraisal on employees. Robin S. Turpin hasemployed the PAJ mode to appr

52、aise reasonability of hospital performance index(4and Total Quality Management (TQM to study improvement of hospital performance(5. Meanwhile, he has also studied performance and ability of middle-level managers and developed an overall tool to appraise ability and performance(6. For employee apprai

53、sal, however, peer appraisal is rather popular at the present(7. On a whole basis, appraisal on individuals is mostly adopted by targeting physicians, which, however, takes into inadequate consideration a hospitals composition of members in variety.而在我國,經(jīng)濟領(lǐng)域基本上完成了由計劃經(jīng)濟向市場經(jīng)濟的轉(zhuǎn)化,但社會事業(yè)領(lǐng)域改革相對滯后,現(xiàn)有的醫(yī)療衛(wèi)生體

54、制是在計劃經(jīng)濟理論下建立的。作為一種科學(xué)的管理體系,績效管理正在受到國內(nèi)各級醫(yī)院管理者的重視,大多也是從醫(yī)院、科室及科室管理者、員工個人三個層面來進行探討。根據(jù)中文科技期刊數(shù)據(jù)庫檢索,自1989年-2008年2月,涉及醫(yī)院績效的相關(guān)文章共有567篇,有關(guān)績效考核的文章共有129篇,符合績效管理檢索主題詞要求的文章有122篇,而建立績效考核評價體系的文章僅26篇。早在1993年西安第四軍醫(yī)大學(xué)胡琳、于爽等制訂了醫(yī)院綜合效益評價體系,指標(biāo)按投入、產(chǎn)出分成兩大類,包括人員、設(shè)備、物資、經(jīng)費、社會效益和經(jīng)濟效益6個方面(8;1994年浙江省舟山市衛(wèi)生局莊漢國(9對綜合性醫(yī)院的社會、經(jīng)濟效益指標(biāo)體系的設(shè)

55、臵及評價方法等問題作了探討,篩選出基本指標(biāo)25項,作為評價指標(biāo)體系。近年來隨著管理理論的深化和管理模式的探索,2001年,解放軍空軍總醫(yī)院陳明敏等提出了粗放型的醫(yī)療質(zhì)量評價管理模式,主要指標(biāo)為床日門診指數(shù)、床位利用指數(shù)、CD型率(總病例中復(fù)雜疑難危重病例所占比例、人均醫(yī)療費、病員滿意度等(10;2001年,上海第二軍醫(yī)大學(xué)高岱峰、張鷺鷺等采用加權(quán)百分位次累加法建立評價模型,構(gòu)建了醫(yī)院綜合競爭力評價體系,指標(biāo)體系分競爭力資產(chǎn)、競爭力過程、競爭力環(huán)境3個方面;2002年,復(fù)旦大學(xué)胡善聯(lián)、李國紅等利用現(xiàn)場調(diào)查法和專家咨詢法,從業(yè)務(wù)水平、經(jīng)營狀況和病人滿意度方面選出32個指標(biāo),建立醫(yī)院績效評價指標(biāo)體系

56、,并提出星級醫(yī)院評審的思想(11。2005年醫(yī)院管理評估指南中將社會效益、工作效率、經(jīng)濟運行狀況三個方面作為醫(yī)院績效評價的主要內(nèi)容(12。眾多文章都是從不同的角度對醫(yī)院績效進行評價,建立醫(yī)院績效評價指標(biāo)體系時均有自己的側(cè)重點,而且在實際工作中也的確起到了促進醫(yī)院持續(xù)穩(wěn)定發(fā)展、提高醫(yī)院核心競爭力的作用。醫(yī)院績效評價體系是一個復(fù)雜的評價系統(tǒng),目前國內(nèi)采用的指標(biāo)大多從業(yè)務(wù)、財務(wù)等方面分類考核,而專家咨詢法是篩選指標(biāo)的方法。盡管企業(yè)領(lǐng)域績效管理的方法已發(fā)展得比較成熟,但在國內(nèi)醫(yī)療衛(wèi)生領(lǐng)域中比較通用和權(quán)威的績效考核指標(biāo)還有待更深入的探索。而對于科室與個人的考核也有多篇研究報告。國內(nèi)醫(yī)院在臨床科主任的績效

57、評價方面也有部分嘗試,國內(nèi)較具有代表性的有以下幾種評價方法:將平衡記分卡應(yīng)用于績效評價;使用360度績效考核法考核臨床科主任;應(yīng)用關(guān)鍵績效指標(biāo)(KPI的考核指標(biāo)體系;運用目標(biāo)管理的方法建立績效評估體系。In China, transition has been completed from planning economy to market economy, but reform on social institutions is still relatively lagging behind, where the current health care system was born un

58、der the planning economy. As a reasonable system, performance management is having much attention from hospital managers on different levels in China, which is mostly discussed in three layers, i.e. hospital, faculty and its managers, and individual employees. My searching the database of technologi

59、cal periodicals written in Chinese indicates that there are 567 papers on hospital performance published from 1989 to February 2008, 129 relating to performance assessment, 122 satisfying the key word of search for hospital performance and only 26 papers on establishment of performance assessment and appraisal system. As early as 1993, Hu Lin, Yu Shuang and etc. with Fourth Military Medical University based in Xian built a hospital comprehensive bene